How do the business functions of project, program and portfolio management bring about change within organizations? In Part 1, where we establish context, the author looks at two examples when he asks why some succeed where others don’t.
Connect In Person
Risk, cybersecurity, artificial intelligence, the Internet of Things—as technology transforms project management, PM professionals are either ahead of the game, or falling behind. Stay current and competitive with the 2017 PMI Information Systems & Technology Symposium. Exclusive to PMI members, this free, virtual event delivers a full day of intelligence on innovation and its impact on your PM career. • Gain insight into the tech-driven trends disrupting our industry, without leaving your desk • Network with the PMI global community while developing the skills organizations are looking for today—and tomorrow • Earn 6 PDUs • Get actionable intelligence you will not find anywhere else, tailored specifically for project and program managers Register today— Here are more details on sessions and speakers.
New technologies, hybrid projects, the launch of a PMO—when the environment is constantly changing, how do you craft a schedule (or multiple schedules) for project success? Discover timely answers here—and only here—at the PMI Scheduling Conference 2017, exclusively for PMI members.
In this culturally rich webinar, the author proposes a new approach to analyze failure in projects: exploring common behavioral issues that leads to failure in management. At the end of this webinar, the attendee will have a clear picture of how behaviors affects the project results, and will visualize the necessary skills to address them.
Closing Q&A webinar for March 2017 Book Club on How to Manage Complex Programs; High-Impact Techniques for Handling Project Workflow, Deliverables, and Teams by Tom Kendrick
In this webinar, the author applies concepts of strategic planning, change management and soft skills development, to provide a practical approach to increase PMO's value, helping to change perceptions such as "being a process cop", to create a culture where the stakeholders understand the value of the project management and become evangelists of the best practices.
PMOs Leading Transformation and Change: Whole System Transformation as an Approach for Driving Business and Sustainability
This presentation will focus on how key essentials of a Whole System Transformation modality contribute to the success and sustainability of PMOs efforts in driving business results.
Save Time With Tools + Templates
If you're a senior PMO professional or a CTO/CIO considering an assessment of a PPM tool for your organization or department, this PDF presentation can help you consider the right questions before making any decision.
Learn From Others
Organizations have long acknowledged the role that strategic planning plays in future success. Here we discuss the role project management can play in strategic implementation, as well as the function of the PMO—particularly the enterprise-wide PMO within this context of strategic implementation, using project management to drive the process.
The lessons learned concept is a fairly standard part of a project delivery methodology, but should the same concept be applied to a PMO?
Can we apply lean principles to project management itself? Here the author proposes tips and tricks to introduce lean into our practice, avoiding common waste pitfalls and presenting experiments made in the field to improve the personal productivity of the project manager.
There are a few key reasons that lessons learned exercises fail over and over again. A significant part of the solution comes down to constantly creating—and revising—standard operating procedures.
In Part 3 of our look at political challenges for portfolio-focused PMOs, we explore project delivery work and some of the political challenges involved.
The Gartner Program & Portfolio Management Summit is generally regarded as one of the premier events for project management professionals. This year, many of the event’s attendees were actively taking steps toward embracing the changes that Gartner continues to warn us will one day rock our worlds. One attendee explores his experience.
Nearly 1,500 IT program and portfolio managers, along with CIOs and other senior managers, flocked to Orlando for the Gartner Program & Portfolio Management Summit to gain insight into how to reinvent program and portfolio management in order to succeed in the fast-paced, largely uncharted digital age. In this article, an attendee and speaker gives his take on some key themes.
Spending decisions in a PMO can foster or impede the organization. The process is volatile by the nature of its political implications. To allocate budget and resources in a smart way—and to achieve organizational goals—a measurable approach needs to take the following dimensions into consideration…
If we ask a PMO leader why their PMO exists, the answer is frequently at odds with what is evidenced by the work they perform. Why is that, and what can we do about it?
The value of the PMO depends on the benefit delivered to the client and, most important, on the client’s perception of that benefit. The first step to increase the value delivered is to acknowledge that what is important to the project management specialists might not be as important to the stakeholders.
Ask a Question